1. The task manager as a facilitator of change You, your partners and your colleagues

2. Session schedule What is facilitation Facilitation to get things done Role play Know yourself What is facilitation Facilitation to get things done Role play Know yourself

3. Defining facilitation From the French word ‘facile’, “easy”. Facility. To make easy, to enable Assist to communicate in an efficient and effective way, without dictating what will happen The art of managing (group) discussions From the French word ‘facile’, “easy”. Facility. To make easy, to enable Assist to communicate in an efficient and effective way, without dictating what will happen The art of managing (group) discussions

4. Why facilitation Focussing on purpose and desired outcome Providing a structure for (group) activities Creating a climate for problem solving Testing results External / ‘neutral’ Focussing on purpose and desired outcome Providing a structure for (group) activities Creating a climate for problem solving Testing results External / ‘neutral’

5. Link between participation - facilitation - learning actor facilitator Contents Facilitation enables people to take part in a learning process in an effective way

6. The facilitator needs to have: A clear vision of what you are trying to achieve (prevent ‘negotiated nonsense’) A set of theories, assumptions and values about how to bring about change A set of techniques and tools to guide your actions A clear vision of what you are trying to achieve (prevent ‘negotiated nonsense’) A set of theories, assumptions and values about how to bring about change A set of techniques and tools to guide your actions

7. The balancing act Results Formal Individual interests People Informal Common interest

8. The dilemma There is no such thing as a neutral facilitator CD support managers are both facilitators and influencers

9. Example: What will you do? As the co-chair of the technical SWG on education in a middle-eastern country you are preparing the agenda for a preparatory meeting among donors. How to cooperate among donors will be an important topic to be decided upon. You receive a phone call from the representative of a big donor that she will not be able to come and will sent one of her staff. This will likely delay decision making because this staff does not have the mandate to commit to decisions. You also know that this donor is not so eager to join harmonisation efforts. Delay will harm programme quality (fragmentation) and, more importantly, the relationship with the main sector partners will likely suffer. What will you do ……………. ?

10. “Difficult” participants What to do with: The silent participant The talkative participant The ‘ know-it-all ’ participant The aggressive participant The negative participant The clown The too positive participant

11. Balancing facilitation and influencing How to get things done and still be a nice person

12. Your reality Facilitators are (also) ‘political entrepreneurs’ In their organisation With their partners Facilitators are (also) ‘political entrepreneurs’ In their organisation With their partners

13. ‘Political behaviour’ in CD programmes is: Unavoidable A positive, necessary force for innovation By definition controversial Unavoidable A positive, necessary force for innovation By definition controversial Three learning processes: Get knowledge and insight Get skills and practice Most crucial: investigate/revise your attitude towards power and political behaviour Three learning processes: Get knowledge and insight Get skills and practice Most crucial: investigate/revise your attitude towards power and political behaviour

14. Role play

15. Core Quadrants Your qualities and pitfalls

16. Facilitator qualities Exploring Results focussed Empathetic Participatory Confrontational Encouraging Trustworthy Structured Well prepared......

17. Core quadrants Core quality Allergy Challenge Pitfall overdo opposite overdo antidote Jovial Committed Non-committal Missionary

18. Example core quadrants Decisive Passive Accomodating Pushy overdo opposite overdo antidote FlexibleInconsistent RigidReliable

19. Activity Your quadrants

20. Interpersonal conflicts Respect ful Respect ful Indiscreet Straight Indirect overdo opposite overdo antidote Honest Indulgent Courteous overdo opposite overdo antidote

21. Cooperation in team Intelligent Blabber- mouth Blabber- mouth Jovial Distant overdo opposite overdo antidote Convin- cing Convin- cing Obscure Reflective overdo opposite overdo antidote Analyst Organiser